Authentic leadership traits, high-performance human resource practices and job performance in Pakistan

Zeb, Ali; Rehman, Fazal Ur; Imran, Muhammad; Ali, Muazam; Almansoori, Rawdha Ghareeb

doi:10.1108/ijpl-02-2020-0011

Cited by 31 publications

(37 citation statements)

References 53 publications

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“…To address the identified gaps, we have conducted a study with a sample of PTCL employees. Same sample has been used for both organizational justice and authentic leadership as published earlier in International Journal Of Public Leadership (Zeb et al, 2020). It is difficult to adjust both constructs in a single paper.…”

Section: Introductionmentioning

confidence: 99%

Does organizational justice enhance job performance through high-performance human resource practices?

Zeb

Rehman²,

Arsalan

et al. 2021

Work. pap. oper. manag.

Self Cite

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This study aims to analyze the influence of organizational justice (OJ) on job performance (JP) intention via the mediating influence of high-performance human resource practices (HPHRPs) in a developing context. Equity theory and expectancy theory are widely employed in many disciplines but seldom applied to JP among Pakistan Telecommunication Limited (PTCL) employees. The respondents in this study were 377 employees working in PTCL. Partial least square (PLS), specifically ̣ structural equation modeling was used for the data analysis. The study found a significant direct and indirect influence of distributive justice (DJ) on JP through the partial mediating role of selective staffing (SS) and extensive training (ET). Procedural justice (PJ) also, directly and indirectly, influenced JP through the partial mediating role of the incentive reward (IR). While interactional Justice (IJ), result-oriented appraisal (ROA), employment security (ES) had an insignificant influence on JP. OJ has to be synergized with HPHRPs to enhance JP. The results of this study would also augment the body of knowledge of JP in developed and under-developing countries. OJ has to be synergized with HPHRPs to enhance JP. The results of this study would also argue the body of knowledge of JP in developed and under-developing countries.

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Section: Introductionmentioning

confidence: 99%

Does organizational justice enhance job performance through high-performance human resource practices?

Zeb

Rehman²,

Arsalan

et al. 2021

Work. pap. oper. manag.

Self Cite

View full text Add to dashboard Cite

show abstract

“…1), which refers to the norm concept. Accountability shows the desirable behaviour of MFIs in practice and their accountability to their budgets and cash flow statements [31,32]. In addition, accountability is comparable to informal accountability because actors carry out their accountability responsibilities within a forum that allows for communication, explanation, and board independence [33].…”

Section: Transparency and Financial Accountabilitymentioning

confidence: 99%

The Governance Structure of Microfinance Institutions: A Comparison of Models of Sustainability and their Implication on Outreach

Uddin

Hamdan

Saad

et al. 2022

AJEBA

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Purpose: This research aims to discover whether or not there is a connection between the governance structure of microfinance institutions (MFIs) and the outreach these organisations provide. The research looks at how the different kinds of MFIs, like Microfinance Banks (MFB) or Self-Help Groups (SHG), Microcredit Programme (MCP), and Rural Development Scheme (RDS), affect the number of people who can use MFIs' services. Design: In the process of the discussions and analysis, one microfinance institution from each of the three models will be considered. The country of Bangladesh will serve as the primary source of empirical study. The questionnaire was sent to the top managers or directors of MFIs to obtain the data for the research. The study relied on secondary data for the most part, which was mainly collected from the annual reports of these MFIs. Findings: The research discovered a connection between the governance structure of MFI outreach and the institution's capacity to maintain its operations. The three models all use the same method of operation, but they are pretty different in terms of the interest rate and the amount of time it takes to repay the debt. Research Limitations: The research is restricted to the materials (annual reports) made accessible by each MFI. Practical Implications: The results of this study are significant for understanding how microfinance will change in the future, as defined by the global development discourse and the public policy decisions that go along with it. Social Implications: The reduction of poverty, the empowerment of the poor, and improved access to financial services all contribute favourably to financial inclusion. It contributes to sustainable economic development. MFIs that have greater outreach and are more sustainable also have a good effect. Originality: The governing structure of MFIs hasn't been extensively studied, which influences the MFIs' outreach.

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“…Without a doubt, the transformational leader must hone skills in order to effectively communicate the vision and pique the interests of followers. Transformational leadership, according to (Ali et al, 2020), consists of four components: idealised influence, inspirational motivation, intellectual stimulation, and individualised consideration.…”

Section: Transformational Leadershipmentioning

confidence: 99%

“…As a result, in the current climate, the role of a leader is critical to organisational success. Transformational leadership, transactional leadership, and laissez-faire leadership are identified as the three most common leadership styles in the current climate by leadership literature, with transformational leadership and transactional leadership being the most dominant (Ali, Imran, Almansoori, Zeb & Rehman, 2020).…”

Section: Introductionmentioning

confidence: 99%

Effect of Transformational Leadership on Employees’ Innovativeness and Job Satisfaction in Pakistani Private Sector

2021

JIBM

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According to leadership literature, current transformational leadership styles are associated with job satisfaction to varying degrees. According to several studies, transformational leadership leads to higher levels of job satisfaction. Given the current state of the Pakistani business market, the study's overarching goal was to investigate the relationship between transformational leadership styles and employees' levels of innovativeness and job satisfaction in the Pakistani private sector. To achieve the study's objectives, a quantitative study was conducted. Questionnaires were distributed to employees in Pakistan's private sector from a predetermined target population. The data collected was analysed using statistical software. According to the study's findings, there are statistically significant relationships between overall transactional leadership, employee innovativeness, and job satisfaction, as well as overall transformational leadership and job satisfaction. This study is one of the few that focuses on the private sector to help improve understanding of how to manage and retain employees in the private sector. These findings are also useful for the Asia-Pacific private sector in maintaining the work-life balance of affective commitments, which leads to positive in-role performance. Keywords: Leadership, Leadership styles, Job satisfaction, employees, Private sector

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Authentic leadership traits, high-performance human resource practices and job performance in Pakistan

Cited by 31 publications

References 53 publications

Does organizational justice enhance job performance through high-performance human resource practices?

Does organizational justice enhance job performance through high-performance human resource practices?

The Governance Structure of Microfinance Institutions: A Comparison of Models of Sustainability and their Implication on Outreach

Effect of Transformational Leadership on Employees’ Innovativeness and Job Satisfaction in Pakistani Private Sector

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